http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/RSS.ashxVestasInside PagesWed, 05 Nov 2008 16:16:27 +0100http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=1http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=1No 4, 2008 Technology R&D moves into the future Find Vestas’ best colleague – vote and win Leaders on the shop floor Keeping customers close2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=2http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=2Remaining No. 1 in Modern Energy is not a given In the coming years it is essential for Vestas to continue to strive for the sublime – for “Excellence”, CEO Ditlev Engel explains. Page 8 Page 14 Who is the best Vestas colleague? VestasInside has gone on the hunt to find the best Vestas colleague. A lot of people deserve this recognition; in fact, more than 200 employees have been nominated by their colleagues. Of these, four have been selected for the final vote. Out on the shop floor Managers must be highly visible among the employees in order to take the lead in implementing changes. That is one of the primary principles of Production Excellence – but it is easier said than done. Page 22 Where even the wildest dreams fell short Having been with Vestas for 40 years, Hans Laurids Pedersen is proud to work for a company that has dealt with every challenge it has encountered. Page 25 2 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=3http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=3‘Alignment’ and ‘Excellence’: The next natural step for Vestas It is now that the future of energy is to be decided. This is a future on which Vestas intends to make its mark. Everyone at Vestas knows this. Fortunately, things are moving forward at a good, stable pace, so it is now that we are to push on with our striving to cement our No. 1 position. After three and a half years with The Will to Win, we have got our business under control. We have moved on from having internal ‘cleaning up’ as our focal point, and now operate with a closely targeted, external focus: No. 1 in Modern Energy. This makes new demands on us – but what a fascinating situation it is! Just imagine: being the crankshaft that is powering what is probably the sector with the greatest perspectives in the world. That is what Vestas is. Personally, I cannot think of a single sector that is more exciting. However, instead of making the classic mistake now that “everything is going just fine”, I would like to make a case for us at Vestas taking an even more professional approach. I do not want us to be yet another company adding to the sad statistic which states that 70 per cent of all major changes go wrong and end up as disasters. Expensive flops. In 2008, we had to get used to a new concept, that of Must-Win Battles. These twelve battles involved large numbers of colleagues in all areas of our organisation. The task was to win all battles, successfully completing the very ambitious assignments we had laid down – in one year. The year has not yet passed, but I can already state that the project has generated all kinds of exciting results. Above all, the twelve battles have shown us that by working across the boundaries within our giant, global organisation, we have the capacity to achieve results that would have been impossible if we had all stayed locked within our respective ‘silos’. This is really satisfying, and I would like to say a big ‘thank you’ to all the teams involved in taking the first, incredibly important steps towards creating the borderless organisation that demonstrates – documents, even – that by constantly making the very most of our competences, we have the capacity to create value in an entirely new way. Not just for our customers and shareholders, but also for every one of us at Vestas. To me, this is the very essence of doing what best serves Vestas. I therefore hope that you will all be delighted when I state that the gains we expect to reap as a result of the work within the twelve Must-Win Battles have been valued at several hundred million euros in 2009 alone. This is probably the best evidence of how much we can achieve when we all pull together throughout Vestas! It is also on this basis that we are now launching two new concepts that will come to permeate the everyday working lives of us all at Vestas: Alignment and Excellence. And it is why, this autumn, we will simultaneously be analysing the way we communicate, and how we market ourselves. Because it will be crucial to Vestas that we all speak with one voice when talking about our company, all that we can do, and all that we want to do. No matter how good the underlying intentions, things will quite simply not work if every business unit or department prepares its very own mission or vision – or, for that matter, communicates internally in a manner that does not support the unified whole – that does not align with Vestas’ overriding profile. I hope that you will all help to take care of this. I am looking forward to our continued collaboration, and would like to thank you all once again for the work each and every one of you is doing. Very best regards Ditlev Engel President and CEO PS: Find out more about alignment, excellence and communication in this issue of the magazine. VestasInside 32008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=4http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=4The future is triangular ‘The most advanced technology centre in the wind power industry.’ That was how Vestas presented its new building in Århus when the plans were published in 2005. Today, three years on, employees have already taken up their posts in the 18,000 m2 hi-tech facility An environment offering the best conditions for interdisciplinary collaboration and integrated product development built solidly on the customer’s needs. That was the goal for Vestas’ new development centre near Århus, Denmark – and now that the building is finished, Finn Strøm Madsen, President of Vestas Technology R&D, is delighted with the opportunities that the new surroundings present. “Integrated product development means that we work closely with our suppliers, for example. However, it is at least as important that our facilities allow us to work openly and across professional boundaries internally within our organisation and with other Vestas business units,” he says. For this reason, departments that work closely together are also located close to each other in the new centre. Another example of the open working environment is the absence of offices for the managers in the business unit. “We do not want our managers sitting hidden away in separate rooms. We want them on the front line, among their employees, where development really takes place,” explains Finn Strøm Madsen. It has already been decided that the centre near Århus is to be extended, after which it will be the workplace of approx. 900 people. 4 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=5http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=5No closed doors Managers are to work side by side with their employees so that they can keep their finger on the pulse at all times. For this reason, the building is distinguished by its open-plan offices where there are no separate offices for managers – not even for Finn Strøm Madsen, President of the division. A clear view of the product In the central atrium, that stretches up through all three storeys of the building, employees and guests are constantly reminded of the product the centre has been designed to help develop. Here, it is possible to study a full-scale blade – divided into three sections – at first hand. In addition, a 3 MW nacelle is on display in the showroom. Test facilities on hand One of the fundamental concepts behind the building was to create proximity between theory and practice. For example, the centre houses a range of test facilities that provide improved opportunities to try out new solutions during the development process. Monitoring 10,000 turbines The Vestas Performance and Diagnostics Centre is centrally located in the development centre. From here, Vestas monitors 10,000 turbines online. Data from these turbines are processed and analysed, and the centre staff can communicate directly with service technicians in the field to ensure that problems are identified and dealt with at an early stage. At the same time, the centre is at the disposal of employees from other parts of Vestas Technology R&D. Designed for collaboration The facilities in the centre are designed to promote collaboration at several levels. One of the tools used for this process is a system in the reception area that employees can use to list their skills – including those that are not immediately relevant to their current assignment. Colleagues can then, for example, search for language skills and contact employees in other departments who may be able to help with a specific task. VestasInside 52008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=6http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=6Around 500 of Vestas Technology R&D’s employees are now gathered together at the company’s new development centre near Århus, Denmark – and their ‘moving in together’ has opened up a host of new opportunities. Under the same roof 6 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=7http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=7“I feel a certain pride about working at a place like this – and I certainly feel motivated to do my very best. The new setting is also a better match for our goals than our previous offices were. We are developing advanced systems and we want to be the best at it in the world – and now we have the facilities that really reflect and match this ambition.” Jian Lian Wienke, SW Development Engineer, New Applications “I’m sure that these new facilities will promote inter-disciplinary collaboration. We now have easy access to a wide range of knowledge because the departments that are the most relevant for us to work with are right nearby. If you are unsure about anything, you can quickly access input – which is much easier than having to e-mail or call a colleague at a different location. The closer working relationship and the easy access to test facilities also have the positive effect that any problems are sure to be identified early in the development process. At the same time, the new centre makes it more natural to spend time with your colleagues in a relaxed atmosphere. It is important to get to know each other well in an informal context, because this can help if you later find yourself in a stressful situation.” Rasmus Hviid Knudsen, Development Engineer, Turbine Control & Operation R&D “Previously, we were spread over several addresses – even my department was divided up. We are now all sitting together and are placed closely to the departments we do most of our work with. We even have test facilities in the basement. This means that we can work at a different pace and that we can access the answers to some questions straight away. Moreover, our manager is now working among us – it’s great and has really changed the dynamics.” Duy Duc Doan, Software Development Engineer, Converter System Software VestasInside 72008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=8http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=8“We must have patience when it comes to making things work – rather than simply making changes time and time again. That said, we must be very impatient when it comes to executing – i.e. transforming our work into concrete results”. Remaining No. 1 in Modern Energy is not a given 8 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=9http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=9In the coming years it is essential for Vestas to continue to strive for the sublime – for ‘Excellence’, CEO Ditlev Engel explains. That strive is a great part of the background for the adjustments in the organisation, which will take place in the months to come While things are going well, you need the courage to make the changes that will ensure that they continue to do so. This is how CEO Ditlev Engel explains the adjustments of the Vestas organisation that will take place over the coming months. “Otherwise, you can easily end up being a little self-satisfied,” he says, before going on to list seven specific reasons for the adjustment of the business that the Vestas Government has presented to the Board of Directors – and to which the Board has given the green light. The first reason by a large number of individuals who – globally – work together within a wide range of disciplines. The key concepts are therefore collaboration and knowledge sharing.” “We must share the information. We are ready to do this now – as opposed to the situation just a few years ago. Value is created when we all make full use of our competences, concentrate unswervingly at all times on the customers, and constantly focus on the Cost of Energy,” stresses Ditlev Engel. The second reason is the customers, who are to be placed much more firmly in the spotlight. For Vestas’ customers the main factor is Cost of Energy, the total price per Mega Watt hour. That is why Cost of Energy will play a much bigger part in the way everybody at Vestas thinks and acts, Ditlev Engel explains. At the same time the importance of customer loyalty will be first in the consciousness of the Vestas employees. Regardless of where they work and what they do, the CEO explains. He adds, that the increased focus also reflects in two new committees: Cost of Energy Board and Customer Advisory Board. Global collaboration It is necessary to have a closer collaboration across Vestas, if the customers are to experience an improved Vestas. “We simply have to succeed in creating an innovative and borderless organisation. Innovation today is distinguished for the upcoming adjustment of the organisation is technology, on account of the fact that Vestas is not a turbine manufacturer but a technology company. The technology is crucial for securing the customers an attractive Cost of Energy and the new focus is also reflected in the creation of a completely new Board committee that will come into being at the end of 2008: the Technology Committee. The latest MTBI figures and the Group’s forecasts for warranty costs in 2009 document the fact that Vestas products are now operating as they should, Ditlev Engel believes. “I am delighted to hear from a great many employees that they are now noticing the results starting to show all over the organisation.” “Because we are doing the right things, and it is now that the effects are really beginning to show in the everyday working lives of everyone at VestasInside 92008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=10http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=10“It is still crucial to us that we keep on cutting out the costs that do not generate value for our customers, or which do not make us more competitive” the company. For this reason, I cannot stress too strongly that we must have patience when it comes to making things work – rather than simply making changes time and time again. That said, we must be very impatient when it comes to executing – i.e. transforming our work into concrete results.” ins defacts What does alignment mean? If the management considers it necessary, your Business Unit will be adjusted to reflect the other BUs. In the recent employee satisfaction survey, many employees stated that they find it difficult to work across departmental boundaries. This is something the management paid particular attention to, because today, it often takes far too long for employees of one department to familiarise themselves with how other Vestas departments work. So the changes are being implemented to make it easier for departments to work together. At the same time, this will open up new opportunities for people who may wish to transfer to a different area of Vestas in the future. Vestas is not interested in “BU-specific” people – Vestas wants “Vestas-specific people”. Challenging growth The third reason has to do with that very execution. Vestas has to develop with an annual growth of 33 per cent – from 5,000 MW in 2007 to 10,000 MW in 2010. If that was not tough enough in itself: earnings have to increase at the same time, while the numerous new colleagues need training and integration, and existing employees are to have the opportunity to develop even further. And this has to happen all over the world. “This is more than a gigantic challenge,” states Ditlev Engel. “In fact, it could hardly be tougher. Change is never easy, but when, at the same time, you are talking about developing a new form of energy at global level, it is almost as difficult as it gets. Numerous research results make it plain that 70 per cent of all major change projects in the business community fail. In short, the possibilities and the challenges have never been bigger.” Despite the demands for growth Ditlev Engel stresses that Vestas must never compromise with the first priority: The earnings, EBIT. “We must never lose our focus in this area. Not even if it may appear tempting – in a moment of weakness – to accept lower earnings on a large new order so as to assure growth and, ultimately, a larger share of the market. This is not an option. It is always a matter of maintaining cost consciousness so that the strong growth in megawatts generates corresponding growth in the figures on the bottom line,” he explains. “This is something we have proved we can do in recent years, even when the odds were against us. And this ability is something we will really need in the years to come,” predicts Ditlev Engel. is called excellence. If the ambitions for the growth are to be realised – and the customers’ increasing demands at the same time to be satisfied, Vestas has to in short be best at everything. Nothing less than a first place is necessary to ensure success. The forth reason 10 VestasInside i “It is still crucial to us that we keep on cutting out the costs that do not generate value for our customers, or which do not make us more competitive,” he says. At the same time, Wind, Oil and Gas and Failure is not an option are to be highlighted more clearly and in the form of a range of concrete results, primarily expressed in EBIT (earnings) and secondarily in making wind power mainstream – i.e. perceived on absolutely equal terms with oil and gas. Common ground The fifth reason for the imminent adjustment of the organisation is alignment – uniformity or the “shared foothold”, if you prefer. Alignment is not only to ensure that Vestas presents a uniform front in all the Group’s many units and departments. It is primarily to mean that scale is applied to the business, i.e. the right balance2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=11http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=11Royal visit to Vestas Blades and the right dimensions in all areas of the organisation, so that it becomes possible to improve efficiency and thus competitiveness. “And alignment does not only apply to the various parts of the organisation that are to be adapted over the coming months. It has just as much to do with our shared areas of focus on communication, both internal and external: Vision, Mission, No. 1 in Modern Energy”, Ditlev Engel stresses. The sixth reason the Cost of Energy? And on reinforcing our position of No. 1 in Modern Energy?’” No. 1 is more than just No. 1 … “Anyone who thinks that No. 1 in Modern Energy is just some kind of cute advertising slogan is mistaken. Very, very mistaken,” he stresses, but then makes it clear that he can understand why No. 1 is so often linked to market share and being the biggest: “That is just not how we at Vestas look at it. Not that a large market share is not important – of course it is. But honestly, over the next three years we are to achieve as much as we have spent the past 20 years achieving. We need to progress from 5,000 megawatts a year to 10,000. This means growth of 33 per cent a year. And if it turns out that our market share shrinks even at that pace, well so be it. Because if it is not enough to grow as markedly as we are growing, then there is nothing we can do about it,” he emphasises. He stresses, that the position as No. 1 requires steady development. “We want to take the lead,” says Ditlev Engel. “But this demands that we have the courage to change and adapt while things are going well and we feel that we are at the top of our game. And with adjustments now, the foundation for Vestas staying there is set. “After all, it is most fun to stand on top of the winner’s podium. And quite honestly, why in the world should Vestas not stay there?” is evolution rather than revolution. The Vestas organisation must be refined and improved so that it is possible to climb the next important rung on the development ladder, which will enable Vestas to remain No. 1 in Modern Energy. It is not a matter of revolution, but rather of tightly controlled evolution, with both the Vestas Government and the existing staff functions being further developed so as to ensure even more shared focus points. The interfaces are to be made easier to understand and deal with on an everyday basis, so that all employees and managers, together, have the capacity to generate even greater value for customers – and, as a result, for everyone at Vestas. is summarised by Ditlev Engel as follows: The seventh and last reason “In brief, it has to do with us all – 24/7 – becoming better at asking ourselves the following questions: ‘Am I making the best use of my time – i.e. am I devoting my time to the customers and On 15 September, the Vestas Blades factory in Nakskov, Denmark, had the pleasure of welcoming HRH Queen Margrethe II and HRH Prince Henrik. The royal couple was received by Ditlev Engel, President and CEO, and Ole Borup Jakobsen, President of Vestas Blades. The royal guests were then treated to a guided tour of the factory production department. It was the second royal visit to Vestas in 2008, as earlier this year, HRH Prince Frederik and HRH Princess Mary visited the Vestas Towers facility in Rudkøbing. VestasInside 112008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=12http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=12The four corner flags When Vestas has the stated aim of becoming the leading energy brand in the world, it is essential that everyone speak with one – and only one – voice. Peter Kruse, Senior Vice President of Group Communications, explains Peter Kruse, Senior Vice President of Group Communications, is much in demand as the man responsible for communication at the leading company in a sector whose name has now been on everyone’s lips for quite a while. Interest is intense, so it is crucial that everyone pull in the same direction. “It is fascinating to be involved in spreading the messages about modern energy. But the interest that exists in wind power also makes serious demands on our capacity to march to the same drum and speak with a single voice. The biggest challenge of the coming years for us all will be to hold the line,” he stresses. The four corner flags He then identifies four pillars – or as he calls them “four corner flags” – that are positioned on the territory where the battle for the energy of the future is to be fought. These four pillars mark the foundations on which Vestas is solidly built, and chart the course that the Group is to follow. Peter Kruse: “At the same time, these corner flags should be seen as defining the framework for the communication and profiling that is crucial to Vestas’ ability to join the elite – to capture the position of the leading energy brand in the world. “It is a matter of remaining true to the strategy, the attitudes and the goals we at Vestas have set for ourselves. When we can see that things are going well for us, we hold on tight. Very tight. “Leadership and communication are completely inseparable. You cannot be a leader – let alone No. 1 – without communicating professionally and with one voice.” So what are the four corner flags? Peter Kruse goes to the blackboard to flesh out the four corner flags – four well-known concepts: 1. Willpower. 2. Wind, Oil and Gas. 3. Failure is not an option. 4. No. 1 in Modern Energy. “Willpower is the primordial power that is unique to Vestas. Whereas other companies talk of willpower as a value, it is much, much more than that at Vestas. I would call it an indomitable urge to keep going – the driving force that has led Vestas to the position of No. 1 in Modern Energy,” says Peter Kruse. Then we come to the vision of Wind, Oil and Gas. “This vision has to do with our making wind power mainstream, i.e. making the wind a source of energy on equal footing with oil and gas. This is what we need to agree to communicate when we are to sell the concept of wind energy to politicians, and when we are to sell our hi-tech wind power plants to some of the most demanding and professional buyers in the world. “As Ditlev Engel put it in 2005 when launching The Will to Win: ‘Anyone who thinks that it is still a matter of ‘wind power romance’ with the Danish Flag and golden fields of corn should think again. Vestas is a very serious, hi-tech company’,” quotes Peter Kruse 12 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=13http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=13A bit harsh The third corner flag is just as wellknown as the first two, and it is a message that might sound a bit harsh: Vestas’ mission – Failure is not an option. “I can well understand if some people are taken aback the first time they hear it, but although it may immediately sound a little harsh, the phrase refers to our most fundamental concepts: that safety takes precedence over everything, and that we are to be the best at everything we do. Number 1, in other words,” explains Peter Kruse. Finally, there is the fourth corner flag, which, according to Peter Kruse, summarises the three others – almost as a sum of all the parts: No. 1 in Modern Energy. “This is what it is all about: our striving to make wind power mainstream. At the same time, it is the name of the strategy that we follow so tenaciously and so concertedly,” he says. “In our everyday work, we primarily concentrate on what we call our ‘High Five’ – i.e. what we have to offer. Here, too, we in the communication department focus unswervingly on repeating our heavyweight arguments. At every single meeting with the media and analysts. Every time we talk to politicians. To investors. Or when we meet grass-roots organisations. “And they listen – they really do. Because it makes sense that wind power is: 1. Competitive 2. Predictable (the wind will always keep blowing) 3. Independent (of imports from other countries) 4. Fast (to install) 5. Clean (no inconvenient emissions). “These are five words that we all can and must use, irrespective of with whom we are looking to start a dialogue,” stresses Peter Kruse. You have not mentioned The Will to Win at all – what has happened to that? “The Will to Win was the first strategy of ‘the new Vestas’ if you will. It has been incredibly important to the Group and it is to run until the end of 2008, so we have not yet waved goodbye to it completely. However, as early as autumn 2007, we found the successor to The Will to Win in ‘No. 1 in Modern Energy’.” “Enforced alignment”? But what are employees actually to use the four corner flags for? “When, in connection with the publication of the accounts for the third quarter, Ditlev Engel chooses to focus so intently on Alignment and Excellence, and when, at the same time, the ins defacts A new intranet is one of the initiatives intended to support the common platform in the field of communication and, at the same time, to ensure that the same processes and tools are used in all areas of Vestas. The new intranet will cover the entire Vestas organisation and is scheduled for launch in October 2009. Key changes include a new structure that better reflects Vestas’ processes, increased focus on news, and a new and improved search function. Vestas Government has decided to adjust the organisation, it is essential that we build a common platform in our communication, too – both internal and external. “That is why it is our ambition to create more powerful and synchronous communication. This will help us to be seen, heard and, in particular, understood to a much greater level.” Can you understand why some people are opposed to the centralisation that this communication-related adjustment – or what some will undoubtedly term “enforced alignment” – expresses? “Of course I can, but we are not doing this to limit or, for that matter, bother people,” says Peter Kruse. “It all comes down to one thing and one thing only: what best serves Vestas,” he concludes. i VestasInside 132008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=14http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=14Who is the best Vestas colleague? VestasInside has gone on the hunt to find the best Vestas colleague. A lot of people deserve this recognition; in fact, more than 200 employees have been nominated by their colleagues. Of these, four have been selected for the final vote – who do you think has earned the title? 14 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=15http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=15Thomas Kronborg Hansen Team Leader, Shipping, Vestas Nacelles, Ringkøbing Thomas has been nominated by Mogens Eis, Team Leader: “Thomas volunteered his help in our department during a very difficult period when we had lost a number of staff members – even though he had more than enough to do in his own department. He chose what was best for Vestas, to ensure that we could keep on sending nacelles on their way every week so our customers could receive their turbines on time. Thomas familiarised himself with his new tasks in record time, and he never gives any sign of being stressed. He is very patient and always willing to help his colleagues. In addition, he is very adept at building up relationships with and between other colleagues, and he takes the time to cultivate social networks with his colleagues. Even though Thomas has four children about whom he cares passionately, he always makes a point of attending every social event at Vestas”. ins defacts To vote for your favourite, send an e-mail to vestasinside@vestas. com. In the subject field, write the name of your chosen candidate. Voting closes on 31 December 2008. All the employees who vote will have their names entered in a draw with dinner for two as the prize. The name of the winner of the title will be published in the next issue of VestasInside – and the successful candidate will be rewarded with a holiday trip. i VestasInside 152008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=16http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=16Sarah Buckley Service Assistant, Warrington, Vestas Northern Europe Sarah has been nominated by Len Woodward, Service Process Analyst, who says: “Sarah works in two different functions – CIM Cost Collection and Providing and Recording Calibrated Tools – and has succeeded in improving the performance of both. She ‘routinely’ adjusts her priorities to achieve what is expected of her, and works assiduously each and every day. Neither of her two managers have experienced any problems with prioritisation, and she handles the pressures of balancing the demands of two differing roles extremely well. Sarah is a very important member of the team, but she is very modest, a pleasure to work with and always willing to help. In other words, she is the kind of employee a service department needs to deliver results on a daily basis to ensure customer satisfaction. For that, she deserves recognition.” 16 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=17http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=17be co ll ea Nani Stuckman Service Sales Manager, Portland, Vestas Americas Nani has been nominated by Keesha Wallace, SAP Service Analyst: at gu st e? ed be co ll ea at gu st e? ed Gopinadh Venkatarathinam Senior Engineer, Chitradurga, India, Vestas Asia Pacific Gopinadh has been nominated by Venkata Naidu Omkarappa, Deputy Manager: “Gopinadh always gives 100 per cent to his work, and pays careful attention to ensuring that both his own work and that of his colleagues is performed correctly. He always works very systematically to identify a fault or error in the turbine. If he encounters a complicated error, he devotes his full concentration to finding the solution; I actually don’t think that he sleeps all that well until he has solved the problem. This is a good example of the dedication he displays in everything he does. At the same time, he is fantastic at guiding, training and motivating new colleagues, and he does so unselfishly and without expecting anything in return. Briefly put, he is everything that a good service technician should be.” “Nani works tirelessly to strengthen relationships with customers. She has improved customer relations for our BU on many levels, and has proven time and time again that ‘good old-fashioned communication’ is crucial. An excellent example is the work she has done with a customer who has experienced poor maintenance and delays to scheduled services. Over a six-month period, Nani worked with the customer to sort out the issues and negotiate a mutually satisfactory solution to the various challenges. Although some of the issues still remain unresolved, the customer is pleased with our approach to solving the problems. Nani’s ability to build up a solid professional relationship with this customer resulted in the renewal of the full service contract. Nani also works hard within the Vestas Americas organisation to reinforce internal communication so that we can be sure of understanding the needs of our internal customers, and to ensure that our internal suppliers know what we need to be successful.” VestasInside 172008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=18http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=18In the thick of the election In recent months, Vestas has been highly visible on the political stage in the United States. The company has sponsored events related to energy at both the Democratic and Republican conventions. In addition, a V82 blade was displayed at both venues to increase awareness of modern energy and to place the issue on the political agenda. The blade was first put on display in Denver, Colorado, where the Democratic convention was held. Colorado has become something of a home state for Vestas. The company has established a blade factory there and is currently building a tower factory, too. In Denver, Governor Bill Ritter was one of the key figures to participate in a press meeting arranged by Vestas. The Vestas Blade then followed the political spotlight to Minneapolis, Minnesota, where the Republican convention took place. Bonus programme 2008 When 2008 draws to a close, it will be time to determine, for the first time, whether bonuses are to be paid under the global programme in which all Vestas employees have been participating since the beginning of the year. Payment of bonuses depends on whether Vestas has achieved its goals in the key areas on which the bonus programme is based: net profit ratio (EBIT), net working capital, global market share and customer loyalty index. Results from these four areas will be combined with the results from the individual business units for the calculation of the bonus payable, if any. Notification of whether bonuses are to be paid will be given in connection with the presentation of Vestas’ annual profits for 2008. If the targets have been met, bonuses will be paid towards the end of April 2009. 18 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=19http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=19A clear voice Group Government Relations (GGR) is Vestas’ political voice and the business units’ sounding board with regard to setting up the best possible political framework for developing wind energy on the most important markets. Two years of legwork have paid off Last spring, when John McCain, the Republican candidate for the position of President of the United States, was to present his vision for the area of energy policy, he was looking for the best possible venue. He decided on the Vestas Americas headquarters in Portland. Just one example of how far Vestas has come in its work to cement its name firmly in the political environment. “Today, we have spokesmen talking directly to the energy ministries on our most important markets, and decision makers are listening to us,” relates Peter Brun, Senior Vice President, Group Government Relations (GGR). It is just two years since the department opened its office in Copenhagen, Denmark. The intention was to make Vestas a proactive partner, in relation not only to wind energy organisations, but also to governments working on legislation that may affect Vestas’ business opportunities. And the department has achieved a fair amount of success. “John McCain’s visit is a good example of how far we can go if our communication and media campaigns interact with the political work,” explains Peter Brun. In other words, Vestas has become a recognised voice in the political arena, which explains why the company is invited to the table when important decisions are to be taken. For example, Vestas was the only manufacturer invited to participate in the EU (European Union) Commission’s negotiations regarding the target for sustainable energy in the EU in 2020 – a target that was finally set at 20 per cent. “This illustrates the fact that we are receiving political recognition for our input,” says Peter Brun. VestasInside 192008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=20http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=20Facts on the table The department works on a number of areas, including that of influencing the framework for the wind energy sector – which is crucial if wind energy is to capture a share of the overriding global energy supply larger than the one per cent it covers today. Michael Zarin, Director & Policy Advisor, explains: “We work directly with political decision makers in the relevant markets, supplying them with information, suggestions and recommendations for how we believe challenges should be tackled. Our goal is to be an important resource for the political market.” It is often a matter of ensuring that the necessary knowledge reaches the decision makers so that they have the opportunity to compare wind energy with other possible technologies in the energy market. Here, it is essential to have your arguments in order, as Peter Brun relates. “The political backing is fundamental to all forms of energy and is key in deciding who will be winners and losers in the energy market. That is why we consider the political work to be absolutely crucial to Vestas’ continued success.” Much of GGR’s work involves constantly monitoring the development of the political frameworks on the most important markets. Close monitoring means, for example, that it is possible to supply information quickly to Vestas’ sales units if new legislation is about to be introduced that can put wind in the sails of the sector. “When that happens, the sales unit in ques- 20 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=21http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=21Peter Brun, Senior Vice President, Group Government Relations. tion needs knowledge about the market in question from a political viewpoint, so that it can react as appropriately as possible to the changes,” says Michael Zarin. Group Government Relations draws on its own knowledge and its network, which comprises, for example, experts from the wind energy organisations, the public authorities, the Danish Foreign Ministry and the Danish embassy on the market in question. Ready to spar The next goal is to make the department‘s work 100 per cent market relevant. For that reason the department is recruiting political specialists for all primary markets, so that the SBUs can take over the political work at local level. Work in this context is already well underway. For example, local Government Relations departments have been established in the United States, China and the Asia Pacific region, and offices will soon be opened in India and Spain. The local functions will offer support to the business units in its content with local authorities, e.g. regarding tariffs, building permits, transport or customs. Group Government Relations will, however, continue to act as a sparring partner for the sales units, and provide assistance with major campaigns and in connection with significant political decisions. “The sales units can always draw on our expertise in the political and diplomatic environments, so we become a support for their sales strategies,” emphasises Michael Zarin. VestasInside 212008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=22http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=22Down on the shop floor Managers must be highly visible among the employees in order to take the lead in implementing changes. That is one of the primary principles of Production Excellence – but it is easier said than done “Being a manager is hard work if we are to achieve results with Production Excellence. But we can see that when managers take the lead, results are being achieved,” relates Jan Nielsen, Co-Project Manager for Must-Win Battle no. 4, Production Excellence. This is a project that 1,600 employees at Vestas facilities have already experienced at first hand, and which is intended to ensure improved quality, productivity and safety at all Vestas factories. Must Win Battles to take things to a whole new level in the future if we are to remain competitive and fully meet customers’ requirements,” states Per Thiesen, Battle Manager. For the mission to succeed, managers at all levels need to realign their positions. Per Thiesen explains: “Continuous improvement is the order of the day, and the factories that do best in the future will be the ones where the managers take the lead. At the same time, however, redefining the management role is the greatest challenge in the project – the managers are finding it most difficult to change.” Per Thiesen shares a cup of coffee with Jan Nielsen and looks back over seven months of Production Excellence. During this time, the two men and their colleagues from Corporate Continuous Improvement have travelled around to Vestas’ factories and assisted with the implementation of the Lean production system, which is the key to Production Excellence. One of the biggest challenges involves training managers and middle managers to organise their time differently – away from the desk and out onto the shop floor. The ultimate aim is for the senior managers at the factory to spend half their time on the shop “It has to do with the very reason for existence of individual factories – and of Vestas itself. Quite simply, we have 22 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=23http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=23Rapid action required But why is it so important to have the managers “down in the trenches” where Vestas’ products are actually made? Work smarter – not harder Must-Win Battle 4: Production Excellence has to do with reducing the amount of work that does not create value or promote flow in the production department so as to improve safety, quality and productivity – while maintaining focus on the customer. The Lean production system is the tool that is to ensure achievement of these improvements. Lean involves, for example, visible day-to-day management, target orientation boards, neatness and tidiness and the application of standardised work processes. Since February 2008, more than 1,600 managers and employees have completed a variety of Lean workshops at Vestas factories. Since February 2008, Per Thiesen, Battle Manager (right) and Jan Nielsen, Co-Project Manager, of Corporate Continuous Improvement, have been travelling around to Vestas’ factories all over the world to implement change management and Lean in connection with Must-Win Battle 4: Production Excellence. i floor, while middle managers and team leaders are to be there 80 per cent of the time. “When managers are present in the production areas, this naturally results in them taking action and making decisions if anything needs to be changed,” says Jan Nielsen. Per Thiesen adds: “This is where problems have to be solved from day to day. If employees encounter a problem, the managers must be on hand to do something about it straight away.” In order to ensure the improvements that Vestas demands, it is crucial that all obstacles to running a safe and efficient factory be quickly swept aside. ins defacts VestasInside 232008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=24http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=24Things are looking up “I’m busy getting used to my new, visible role. It is a bit difficult because I also have a lot of administrative tasks to perform, but things are looking up. I have more time to get away from the office and be out on the shop floor, and people have reacted positively to my spending more time out in the production area.” Niels Lauridsen, Team Leader. “It is important to remember that all big problems started out as small ones – and they are much easier to tackle while they are still small,” says Per Thiesen, who has already identified appreciable improvements in many places. “The full backing of the management and employees has an immediate positive effect on safety, quality and productivity,” concludes Per Thiesen. More patience “I’m closer to people. It is now a matter of dealing with the problems once and for all. We just have to make sure that nobody gets left behind. Perhaps we should take a break occasionally, step back and say: ‘that’s enough for now – let’s give everyone time to work with it.’” Børge Bramstrup Mikkelsen, Process Manager. ins defacts Good results at Blades in Lem, Denmark With the introduction of Production Excellence, results are starting to show at the blade factory in Lem. Production has increased per mould by more than 30 per cent. In the shell department, the employees’ time is now better utilized, meaning fewer employees are now needed to work on each individual blade. Major challenges “Production Excellence has given us has given us a kick in the backside. The biggest challenge is to live up to our new roles. We are more directly involved in dealing with problems right here and right now. But if the staff do not get the help they are asking for, the results are immediately obvious.” Niels Hybholt, Production Manager. 24 VestasInside i Long-term investment “You get a lot out of taking a walk through the production area, and we can react more quickly to small problems, tackling them before they grow. It means a bit more work, but I see it as an investment. The crucial aspect is the ability of the management to keep at it.” Torben Ting Madsen, Factory Manager.2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=25http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=25Where even the wildest dreams fell short Having been with Vestas for 40 years, Hans Laurids Pedersen is proud to work for a company that has dealt with every challenge it has encountered. You need plenty of time if you ask Hans Laurids Pedersen about anything that has to do with Vestas and wind energy. Having worked for the company for 40 years – he celebrated his anniversary in August – he can show and tell at such length that it leaves you gasping for breath. “I’m not a specialist in anything particular – but I know a great deal about a great deal,” he says with more than a hint of the Jutland warmth that shines through much of what he says. And he has a lot to say. About aerodynamics and pitch regulation, about electron- VestasInside 252008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=26http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=26ics and desert winds. And, of course, about the history of the wind turbine – and Vestas. He has been fascinated with the wind since he was a schoolboy, when a knowledgeable teacher awoke his interest in meteorology. Since then, his knowledge has grown and grown in step with the company which, when he joined it in 1968, employed him selling agricultural trailers. He has picked up a host of new skills as Vestas gradually switched its focus from agriculture to modern energy. Over the years, he has worked with everything from IT and purchasing, to sales support, accounts, logistics, customer service and production management. In the period 1987–2001 he was the service manager for the entire organisation; and from then until 2003 he was production manager at the Danish nacelle factories in Ringkøbing and Viborg. Man of action Today, Hans Laurids Pedersen’s business cards are stamped with “Technology R&D”. He now works in the CIM organisation, focusing on upgrades for Vestas’ wind turbines. Much of his work consists of reviewing all new documentation to ensure that it is straightforward and easy to understand. Hans Laurids Pedersen is known as a man of action, always putting every- 26 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=27http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=27thing he has into his assignments. While he was a service manager, it was not unusual for him to interrupt a Sunday drive in the country if he happened to spot a Vestas turbine that was not working. He would then make sure that the necessary repairs were made straight away. Giant order: 56 turbines Hans Laurids Pedersen’s own story is inextricably bound to Vestas’. For example, both he and the company went through baptisms of fire just a few years after the energy crisis boosted turbine production: “In 1983, we received a giant order from California for 56 wind turbines that all had to be installed and commissioned before midnight on 31 December. At that time, we had only made about 80 turbines during our entire time as a wind turbine manufacturer.” He fondly remembers the spirit that dominated the Vestas organisation during the hectic months leading up to the turn of the year. Production ran day and night and he, personally, was involved in purchasing and logistics, which sometimes meant that he had to move heaven and earth to find missing parts for the factory. “Everyone was firing on all cylinders, and the enthusiasm was magnificent. But that is how it has always been at Vestas,” he relates. “We always face up to the challenges that come our way.” Growth continued in leaps and bounds during the early years of the 1980s. From his time as a purchaser, Hans Laurids Pedersen recalls how one afternoon, a supplier almost choked on his sandwich in Vestas’ canteen when he was handed an order for 100 gearboxes. “He actually mentioned it in his memoirs, which he wrote after he retired,” comments Hans Laurids. During his career, he has witnessed his share of highs and lows, particularly in 1986 when Vestas had to suspend payments. That particular incident almost derailed Hans Laurids’ 40-year career, but he had not managed to find work elsewhere before the company was reestablished. Imagination exceeded Since that time in 1986, Hans Laurids Pedersen has worked for a Group at which both the workforce and turnover have grown at a dizzying rate. But he believes that there is reason to be concerned about the poor results from the latest customer satisfaction surveys. “We must make sure not to become over-confident. Customers should choose us because they are satisfied with our work, not simply because we are the only ones who can deliver the turbines, or because we are the biggest. That simply doesn’t play in the long run.” Nevertheless, throughout his career, Hans Laurids has been intensely proud of the company and the values for which it stands. “We are No. 1 in Modern Energy because of our unshakeable belief in ourselves and our remarkable ability to deal with our assignments. I think that one of my primary functions at the company today is to provide the optimistic voice of someone who has seen, heard and done a great deal – and who knows that we can tackle any challenge.” He cannot help but call to mind an engineer he knew at the start of his time with Vestas. Back then, the man was considered something of a fantasist because he dreamed of wind turbines with the enormous output (at that time) of 300 kW and a society where up to 10 per cent of power consumption was covered by modern energy. “People said that he was a few sandwiches short of a picnic. But the turbines today are already ten times that size, and can cover twice the consumption even he dreamed of. So even his wildest dreams were far from wild enough.” VestasInside 272008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=28http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=28Vestas’ supercomputer – Denmark’s most powerful A computer weighing 8.5 tons leads thoughts back to the 1940s and the earliest experiments with electronic calculation. But there is nothing archaic about Vestas’ newest supercomputer. When it came online in September, it rocketed into the list of the 500 most powerful computers in the world – as the only one in Denmark. The supercomputer contains a total of 1,344 cores of 3.33 GHz each, and has access to 2,760 GB RAM. By way of comparison, a typical PC at Vestas has to make do with around 2 GB RAM. The computer measures 8 x 1.5 metres and is located in its very own server room in Randers. The impressive calculating power it commands is to be used in particular by the Wind & Site Department in its work on Computational Fluid Dynamics (CFD). CFD can be used to calculate the flow of the wind across a landscape, making it possible to ensure that the correct type of wind turbine is installed at the site, and that each turbine is positioned optimally. The objective is to make maximum use of the power of the wind without overburdening the turbines. “If a turbine is overburdened, it will eventually show the effects. We can use CFD calculations to avoid this problem,” explains Lars Christian Christensen, Vice President of the Wind & Site Competence Centre at Vestas. The new computer replaces the department’s previous supercomputer, which is no longer fast enough to deal with the incredibly detailed calculations required to ensure pinpoint mapping. The new machine can calculate data at a higher resolution and produces more precise wind calculations. At the same time, the calculation speed has skyrocketed. “With the old computer, we sometimes had to wait a week or more for the results of the most complex calculations. We anticipate that the new computer can perform these calculations around 70–100 times faster,” states Lars Christian Christensen. 28 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=29http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=29Roadmap to development On 1 December 2008, a new round of Vestas’ annual Performance and Development Dialogue (PDD) programme will be launched. By 1 April 2009, all employees will have completed their annual appraisal interviews with their managers. The Performance and Development Dialogue programme was introduced at the start of 2008, which means that for most employees, this will be the second time they meet their managers in the PDD context. Experience from the interviews held during the first quarter of this year has now been incorporated in the programme. This means that the next round of interviews features a more simple setup. “Vestas is developing extremely rapidly, so an overly rigid system is not really appropriate to our current situation. At Vestas, it can be hard to think a whole year into the future, because you may find yourself with a different manager, a different role or a completely different set of tasks at that time. That is why we have made the interviews more flexible,” explains Jannie Højer, Director of Competence Development. “We have also focused heavily on making it simpler to document what has been agreed in the supporting IT system,” adds Pernille Jørgensen, Project Manager for PDD in 2009. Nevertheless, the purpose of the dialogue remains the same. “It provides an opportunity to talk about things that it may be difficult to find time to discuss in an everyday context, i.e. the personal and professional development of the individual employee,” says Jannie Højer, who goes on to emphasise that the PDD interviews are not intended to replace the ongoing everyday dialogue, but that they do provide employees with the opportunity to work with their managers to chart a course for the medium to long term. “There are all kinds of opportunities at Vestas for employees to grasp, and the PDD can help clarify which are the most important for the individual. I can talk with my manager to define the success criteria for my work, and to establish how I can contribute the best to Vestas’ success,” she explains. Another difference from the last round of interviews is that this time, they also cover an assessment of the past year. “It is important to stress that the assessment is to be used as a tool to facilitate the development of the individual. If employees are having problems in a specific area, the PDD can be used to prepare a plan for how to develop in this area – or how to use the competences they possess in a more appropriate manner,” explains Jannie Højer. To read more about the Performance and Development Dialogue, and to find tools to use for the interviews, check out the Vestas intranet: VestasIndex > People & Culture > PDD i PDD ins defacts VestasInside 292008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=30http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=30Srikanth Naramisalu With fresh eyes 30 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=31http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=31Hundreds of kilometres from the nearest wind turbine, Vestas’ technology centre plays a key role in the development of Vestas’ products High-rise buildings dominate the view from the 6th floor of the Fusionopolis building in Singapore. Not exactly the ‘home field’ for wind turbines, and the city state does not actually have any at all. There’s no room. Nevertheless, it is here that one of Vestas’ three development centres is located – and growing rapidly. In August, the centre had fewer than 70 employees. By the end of the year, this figure is expected to have risen to 120. One of the employees of the Singapore Development Centre is Srikanth Naramisalu, who heads up the AeroMechanical & Systems Department. Born and raised in India, Srikanth has lived in Singapore for the past 15 years. As it was for most of the staff at the centre, the wind energy industry was new to him; in fact, it was a trip back to his home in India that opened his eyes to wind energy for the first time. “I saw Vestas wind turbines in the landscape and heard the local people talking about the opportunities the turbines provided for their communities. It made a lasting impression on me,” he recalls. So when Srikanth returned to Singapore and saw a job advertisement from Vestas, he did not hesitate to swap his job, which he had held for 14 years, for a position in a sector he knew next to nothing about. “It is extremely exciting – a fairytale – to be part of an industry that is already helping to change the way we receive our energy,” he says. His colleagues at the centre number 16 different nationalities among them, and one of them is Siew Pey Yen, a research and development engineer from Malaysia. She also took a leap of faith in choosing Vestas. “Before joining the company, I knew nothing about wind turbines – just like most of the people in Singapore. But now I am proud to tell people that I work for a company that is having a positive effect on the environment,” she says. She thinks that it is very important to act as an ambassador for a sector that is still largely unknown in Singapore. VestasInside 312008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=32http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=32“I often visit career events where we see that people know very little about our sector. For example, people simply cannot understand how powerful a wind turbine actually is, mainly because none of them has ever seen a modern wind turbine,” she explains. But even though you may not have grown up in a place where wind turbines lined the horizon, you can still play a key role in the development of the wind power plants of the future. “We can contribute with something different and new, and this is precisely the advantage of having the broad international representation that Vestas enjoys. Most of my colleagues here come from other, comparable industries such as the aeronautical industry and the automotive sector. This means that they can bring different ideas and technologies to the wind energy sector,” says Srikanth, who is a prime example of the highly qualified staff available in Singapore. His CV includes two Master’s degrees and a Ph.D. And he is working on another Ph.D. thesis alongside his work at Vestas. Siew Pey Yen Srikanth sees his personal ambition mirrored in the No. 1 in Modern Energy. “Being No. 1 starts with the individual. It demands that we, as individuals, have the belief and the will to be the very best in precisely the area with which we are working. This attitude then spreads upwards, which means that we build the best teams and – ultimately – the best company.” Vestas’ development centre in Singapore was officially opened on 3 November 2008. It is situated in the Fusionopolis building, which consists of two towers and is home to a number of research and development companies. Vestas’ development centre in Singapore is expected to employ 120 people by the end of 2008. 32 VestasInside i “Learning is a journey. I set myself personal goals, and when I achieve them my first thought is ‘what next?’,” he explains. ins defacts2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=33http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=33Going abroad with the right bagage A posting abroad can be a great personal experience, but there are also a lot of potential pitfalls linked to working in a foreign country. A new department is to guard against costly mistakes Vestas is growing all over the world, and as a result, more and more Vestas employees are offered the opportunity to work abroad. The newly established Global Mobility Centre has been set up to ensure that all employees have the best conditions for success before, during and after their posting overseas. “Moving to a different country is a complex issue, no matter whether you are travelling alone or with your family. Our objective is to ensure the application of a uniform policy for postings abroad, so that everyone can be sure of having the same conditions, irrespective of business unit,” says Susanne Filipsen, Manager of Vestas’ Global Mobility Centre. One of the first assignments the department has tackled has been to prepare a new policy that lays down the regulations and guidelines that are to be followed in connection with all postings across borders and business units. In addition, the department handles a range of formalities – including visas, housing, tax and pay conditions – linked to specific postings, to ensure that employees find the transition to a job far from home as smooth as possible. “We are to make sure that we treat people decently when we send them to a different country to tackle a particular assignment,” explains Susanne Filipsen. In their work, the department has come across more than a few examples of errors and omissions that can lead to employees working abroad encountering difficulties with the local authorities, especially in relation to visas, tax and social insurance. For this reason, she stresses that it is essential to involve her department in all postings abroad. Today, Vestas has around 130 employees working in foreign countries, and the figure is rising. At the same time, the composition profile is changing. “Previously, it was usually the case that the employees stationed abroad were Danish, but as Vestas is becoming increasingly globally oriented, we are beginning to witness a broader spread of nationalities. This plays a crucial role in developing our organisation in all parts of the world,” concludes Susanne Filipsen. ins defacts You can find out more about working abroad for Vestas on the intranet: Vestasindex > People & Culture > Global Mobility Centre i VestasInside 332008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=34http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=34From difficult words to action Kaj Andersen took action when there were problems with setting up a course for dyslectic colleagues. He is now the anchorman for a project that has improved everyday life for many colleagues In actual fact, 68-year-old, Kaj Andersen, works at the Vestas Nacelles warehouse in Tim, Denmark. And he should really have retired. But his working life took on a new direction when he read about Vestas Blades’ efforts to help dyslectic employees in collaboration with the local authorities. These efforts resulted in an eight-month battle before the project was dropped. The story spurred Kaj into action. “I thought: ‘That can’t be right.’ So I did something rather unusual – I sent Ditlev Engel an e-mail explaining the situation,” relates Kaj. Things moved quickly in the ‘corridors of power’ and soon afterwards it was decided to launch a pilot project, which has recently come to a successful conclusion. “People have participated from a range of Vestas sites in Denmark, and we have also sent teachers out to a couple of factories,” says Kaj of the project that was carried out in collaboration with external consultants. The course provides participants with a range of tools – including software that reads text aloud – that help them to read and write in everyday situations. 34 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=35http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=35A long struggle Problems with reading and writing have been a burden to Willy H. Hansen for many years. But now he has been given a new set of tools that help with spelling and self-confidence “I was on a course, writing notes from the blackboard. When the teacher started to wipe the board, I asked him to wait a bit because I wasn’t finished writing. One of the other people on the course shouted out that they shouldn’t have to wait for such a dummy. It was then that I decided I had to do something.” Willy H. Hansen clearly remembers the episode that made him decide to take the bull by the horns and do something about the problem he had been struggling with for many years. “The first step is always the toughest: admitting that you have a problem and bringing it out in the open,” says Kaj is not dyslectic himself, but he is thrilled with the project and with what it means to those of his colleagues who have difficulty reading and writing. “This project will keep me here,” says Kaj, who continues: “In principle, I could have taken retirement, but this project makes me want to carry on. When I get up every morning, I look forward to going to work. It has been – and still is – a fantastic feeling to see all the happy people who have benefited from the project.” ins defacts Dyslexia is the term used to describe appreciable difficulties with reading and writing that cannot be explained by lack of schooling or low intelligence. Dyslectic people find it hard to relate sounds and letters in a systematic manner. i VestasInside 352008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=36http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=36Willy, who works at the blade factory in Lem, Denmark. He is one of the employees who has benefited greatly from the tools that have been made available to staff who have difficulty reading. These include software that can read text aloud or help with spelling when writing e-mails, for example. “Previously, I was worried about getting something wrong when I was writing. So these tools have really helped me both at work and at home. They have also boosted my self-confidence. I have been battling with these problems all my life, but now I can write e-mails that other people can actually understand,” relates Willy who did not find out that he had dyslexia until he had struggled through seven frustrating years of school. He is now encouraging other people to do something about their problems. “There are a lot of people here at the factory who find it difficult to read work instructions, for example, but with the assistance of these software programmes you have the same opportunities as everyone else.” Vestas makes an impression in Inner Mongolia ins defacts The courses for dyslectic employees have so far been carried out as a pilot project. It is now being considered if the courses will be made permanent. Vestas is working hard on establishing production in Hohhot, Inner Mongolia, China. And Vestas’ work – both in Denmark and in Hohhot – was warmly praised when a number of representatives of the local authorities, including Tang Aijun, Mayor of Hohhot, visited Vestas in Denmark in September. Vestas’ factories in Ringkøbing and Varde provided the setting for the visit, during which the Chinese guests expressed their delight in Vestas’ commitment. “We are very impressed by the way you control production and handle quality control,” said the Mayor of Hohhot. It is expected that the production facilities in Hohhot will provide employment for between 800 and 1,000 people. 36 VestasInside i2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=37http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=37Win a weekend break VestasQuiz In the last issue of VestasInside, we asked how many wind turbines Vestas has installed worldwide. One of the many readers who knew that the correct answer was approx. 37,000 was Socrates Pastromas, a Regulation and SCADA Engineer at Vestas Mediterranean in Greece. So Socrates is the winner of this competition and can look forward to inviting his family or friends out for dinner and a visit to the cinema. This time, you have the chance to win a weekend break for two if you can answer the following question: Every year, Vestas’ wind turbines generate a total of more than 60 million MWh. This is equivalent to the total electricity consumption of all households in: a) Denmark b) Spain c) Liechtenstein Mail your answer to vestasinside@vestas.com no later than 12 December – and check the next issue of VestasInside to see if you are the lucky winner. VestasInside 372008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=38http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=38Ministerial visit to Lauchhammer LEGO for joy In recent months, all Vestas employees at every facility worldwide have received a LEGO Vestas turbine kit. Their task was then to find a good ambassador to give the model to. The ambassador – child or adult – was to be a person who could help spread knowledge about modern energy and Vestas. Lars Nyberg Nielsen, a smith at the nacelle assembly factory in Viborg, Denmark, had no doubts about who was to receive his model turbine: the paediatric cancer ward at Viborg Regional Hospital. “The children here don’t have an easy time. So of course they should have the turbine model, because I think it will bring them some joy and encouragement,” he says. The turbine models have been produced in a limited edition. They are not intended for commercial purposes and they are not for sale. At the end of August, Frank Walther Steinmeier, the German Foreign Minister and Vice-Chancellor, visited the Vestas Blades plant in Lauchhammer as part of his political summer programme. During his visit, the minister was given a guided tour of the production department, where he was shown how a 44metre blade is made and loaded. Make your voice heard copy format, and the responses will be analysed by an external company. All responses are anonymous, and completed questionnaires will be collected from 6 through 20 November. The annual employee satisfaction survey at Vestas will be held during the first half of November. The intention is to make Vestas a better workplace for everyone and the survey gives you, our employees, the chance to make your voice heard on matters such as your everyday working environment, your manager, and your opportunities for personal and professional development. Questionnaires will be sent to all employees by e-mail or in hard- 38 VestasInside2008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=39http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=39my Vestas Colleagues have sent photos from Kansas, Sweden and Ireland for this issue Aaron Coffin, a CIM technician at Vestas Americas, came across this contrast between the history and future of wind energy. He took this picture at the Smoky Hills site in Kansas. Vestas’ wind turbines are exposed to all kinds of weather – as are the staff who work with the turbines on the site. Imad Abdallah, a development engineer with Vestas Technology R&D, took this photo on Gotland in Sweden, where he and his colleagues were caught in a snow storm that raged for three days. Rachel Brook, Contracts Manager, captured this magnificent view from the wind farm on the island of Inis Meain in Ireland. She took the picture from the nacelle of one of the three V27 turbines that supply the 160 residents on the island with electricity. Rachel wins this issue’s prize. VestasInside 392008-11-05T16:16:27+01:00http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=40http://nozebra.ipapercms.dk/Vestas/VestasInside/UK/042008/?Page=40Editors: Peter Wenzel Kruse (editor-in-chief), Peter Gisselmann Rasmussen. VestasInside is an international magazine for Vestas staff, and is published in English, Danish, German, Italian, Spanish and Chinese. This edition closed: 13 October 2008 Print run: 19.000 Text: Kristian Fredslund Andersen, Anne Nielsen, Esben Høstager, Hanne Poder Sørensen, Hans Christian Nedobrowsky and Peter Gisselmann Rasmussen. VestasInside is published by Vestas Wind Systems A/S, Alsvej 21, 8940 Randers SV., Denmark Tel. +45 9730 0000 – Fax: +45 9730 0001 www.vestas.com UK2008-11-05T16:16:27+01:00